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Heidrick & Struggles’ annual survey of investment professionals in the Asia Pacific region explores recent compensation data and trends across private capital.
Heidrick & Struggles’ Jenni Hibbert explains the differences between European and American corporate governance and what executives should consider before joining a board, as well as examines recent trends in European board composition, on the MPW panel “How good boards operate.”
When leaders inspire and influence, they are also indirectly encouraging their team members to develop ways of thinking that will help them to anticipate what is coming next and thrive in the future.
AmerisourceBergen’s Robert Mauch shares his perspectives on purpose-driven change management, corporate diversity and inclusion, the public perception of the pharmaceutical industry, and innovations within the healthcare sector.
According to a recent Heidrick & Struggles survey, one group of CFOs stands out as more optimistic about the future—and somewhat more often already have the leadership skills they need to sustain resilience.
Brett Tejpaul, head of institutional sales at digital currency exchange company Coinbase, talks about what’s happening in the cryptocurrency sector and how he sees it evolving in the next few years.
In our latest Route to the Top, Heidrick & Struggles’ annual demographic study of chief executives, we examined how COVID-19 has—and hasn’t—changed what companies are looking for in CEOs.
Many boards of US nonprofit healthcare systems have held onto governance policies that most corporate boards abandoned long ago. Now, they are in urgent need of change if they are to continue to serve their communities effectively.
Though the role of CEO increasingly requires an additive set of skills and experiences that includes digital, sustainability, and purpose-driven leadership, the current talent pool for future banking CEOs is still predominantly made up of those with more traditional skill sets.
Heidrick & Struggles’ Bonnie Gwin explains what boards should and shouldn’t focus on in crisis and examines recent trends in board composition on the MPW panel “The board’s role in leading through crisis.”
Rick Chesley of law firm DLA Piper discusses the differences between this restructuring cycle and past ones as well as what may happen in terms of restructuring activity within the next 6 to 12 months.
Our first report on compensation trends for chief financial officers explores data from private equity professionals in North America and Europe on both organizational structure and compensation for this increasingly critical role.
In 2019, about the same share of board seats filled at the top 50 Hang Seng–listed companies were filled by people who had been CEOs or CFOs as the year before, but a notably smaller share had prior board expertise.
Heidrick & Struggles' annual survey of investment professionals in North America explores recent compensation data and trends across private equity.
A roundtable discussion with chief operating officers identified four key challenges for global markets firms adjusting to a new normal—and some strategies COOs are using to meet them.
In our inaugural look at board seats filled at Bovespa companies, we see a preference for adding directors with prior C-suite experience—especially CEO experience—and prior service on boards.
The chief strategy officer is a relatively new role, and one that is growing in importance and prevalence. CEOs can ensure they find the right strategy officer by considering a few key factors.
In 2019, Singaporean boards exhibited a strong preference for new directors with previous corporate governance experience, as well as those with experience in business services or financial risk expertise.
Interviews with the chairs of the largest public companies listed in the United Kingdom, predominantly FTSE 100, highlight how boards are meeting some perennial challenges in today’s unprecedented circumstances.